Win With OKR

BusinessVillageBusinessVillage
Your Fast Track to Awesome OKR
Nick Stanforth
OKRWIN
WITH
Leseprobe

BusinessVillage
Nick Stanforth
OKRWIN
WITH

Nick Stanforth
Win With OKR
1. Edition 2020
© BusinessVillage GmbH, Göttingen
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Content
About the Author ........................................................................................... 9
Acknowledgements ....................................................................................... 10
Preface ........................................................................................................ 11
Chapter 1: What’s the point? ......................................................................... 17
Give strategy back to the people ...................................................................... 18
Start-up mindset vs. established mindset ........................................................... 28
What is OKR? ............................................................................................... 29
Why should I consider implementing OKR?......................................................... 35
HOW to implement OKR successfully?................................................................. 36
Who is the real winner with OKR? ..................................................................... 40
When is the right time to get started with OKR? ................................................. 41
Chapter 2: Engage – Getting ready for take-off................................................ 43
Why me? ...................................................................................................... 46
What options do I have? ................................................................................ 46
HoW do we turn plans in action? ...................................................................... 50
who should we invite to join our pilot group? .................................................... 57
When, if not now?.......................................................................................... 62

Chapter 3: Crafting Part I – Awesome priorities lead to audacious OKRs ............ 67
What are the basic principles?......................................................................... 70
Why should we leave the usual path?................................................................ 72
When should we start our next cycle?................................................................ 74
How can we determine our true priorities? ......................................................... 78
Who should we invite to the party? .................................................................. 82
Chapter 4: Crafting Part II – Dreamy Os and Audacious KRs .............................. 85
What happens next? ...................................................................................... 89
Why win with OKR? ........................................................................................ 94
How do we craft OKRs? ................................................................................... 96
When should we set which goals? ................................................................... 101
Who owns an OKR? ...................................................................................... 103
Chapter 5: Alignment – Enhancing Teamwork whilst avoiding double-work ...... 105
What is Alignment? ..................................................................................... 108
Why should be bother aligning? ..................................................................... 110
How does Alignment work in practice? ............................................................ 111
When are we aligned? ................................................................................... 119
Who is responsable? ..................................................................................... 120

Chapter 6: Interlude – Turning thoughts into action ...................................... 127
Chapter 7: Tracking – Data driven progress.................................................... 131
What is worth Tracking? ............................................................................... 134
Why should I invest my time in tracking? ........................................................ 135
Who should track what? ................................................................................ 136
When is the right time to track my progress?.................................................... 138
How does Alignment work in practice? ............................................................ 140
Chapter 8: Check-ins – Communication is the key ......................................... 143
What is a Check-in exactly? .......................................................................... 149
Who checks what in? .................................................................................... 151
When is a good time to hold a Check-in? ......................................................... 153
Why do Check-ins play such an important role? ................................................ 155
How do we keep focused on doing the right things? .......................................... 157
Chapter 9: Grading – Taking the guesswork out of progress ............................ 161
What kind of mindset delivers the best Grading-results?.................................... 163
Why is Grading essential?.............................................................................. 164
Who grades who? ......................................................................................... 166
When should I grade? ................................................................................... 168
How do we ensure our Grading-process is effective – do we need a software? ........ 170

Chapter 10: All-Hands – Sharing the benefits of OKR throughout your
entire organisation ..................................................................................... 175
What is an All-Hands-event? ......................................................................... 177
Why should we invite everyone?..................................................................... 179
When should the All-Hands take place?............................................................ 180
Who does what? .......................................................................................... 181
How do we get the most out of our All-Hands-event? ........................................ 184
Chapter 11: WIN WITH OKR – A force for good .............................................. 187
Chapter 12: Moon Ahoy! .............................................................................. 191
OKR is not a magic wand................................................................................ 192
Annex ........................................................................................................ 197
Glossary...................................................................................................... 198
Bibliography ............................................................................................... 205
List of illustrations........................................................................................ 206

About the Author | 9
About the Author
Nick Stanforth is on a mission to rid the workplace of
boredom and depression.
He was one of the earliest adopters of Objectives and
Key Results in Europe, which he has complimented with
his own supporting tools to create the WIN WITH OKR
implementation programme.
As the founder of Progress Factors, Nick works interna-
tionally with a group of like-minded Progress Coaches.
Their ultimate goal is to help people love their job, not
through team parties and group hugs, but by helping
them to reconnect with the purpose of their work and
deliver above and beyond their own expectations, so
that they grow with their company.
Having studied Laser Physics, project managed at BMW,
transformed the business model of a fifty-year-old SME
and consulted international household names, Nick has
dedicated the last twenty-five years to finding the swift-
est and most effective ways to engage teams and help
them embrace change.
Contact:
Mail: future@progressfactors.com
Web: www.progressfactors.com

10 | Acknowledgements
Acknowledgements
There are so many people who have been kind enough
to help me on my personal transition journey, way too
many to mention here. I’m eternally thankful to them
all, but there are a few names whose advice has been
particularly relevant on my own journey, and whose ad-
vice is sprinkled between the lines of this entire book. I
will explain who they are and how they influenced this
work in the next chapter.
Right now, I’d like to thank all those, who have been
so supportive in the final stages of this book’s crea-
tion: John, Kathy, Marita, Robert, Sharon and Tom. Your
encouragement, critical challenging and superior under-
standing of English grammar have been imperative in
delivering a book which I feel truly proud to have been
part of.
And finally, I’d like to extend a warm thank you to Carola
and Corinna who have been actively involved in every
aspect of this book, right from day one. Your patience,
your honesty, your flawless commitment to go that extra
mile and the fact that you have always believed in our
vision have played such a significant role in making this
book what we set out for it to be: A relevant guide for
both experienced OKR specialists and those completely
new to the concept of OKR, which shows them how the
WIN WITH OKR approach can help them and their col-
leagues to love their job each and every day.

12 | Preface
There are many great books and blogs out there explain-
ing what OKR (Objective and Key Result) is and why you
should adopt OKR, but only a few great exceptions ad-
dress the how to succeed with OKR. Many OKR case stud-
ies describe how start-ups with a small team of highly
motivated, change-ready people used the OKR method-
ology to bring structure and focus to their behaviour.
When implemented properly, teams of winners embrace
OKR as a tool which supports them to deliver more than
they expected, learn on a daily basis and regularly re-
align their priorities.
The irony is that whilst OKR shines as a very simple
methodology, it’s the mindset change which really
makes the difference.
Achieving the impossible is really about breaking things
down and turning every opportunity over a few times in
your hand.
Definition OKR 101
OKR is a two-tier approach to strategic target-setting
and delivery made up of Objectives which you really
want to achieve and Key Results which will make them
happen.

Preface | 13
Long before I’d heard of OKR, I earnt my money as a
project turnaround consultant, helping big companies
recover projects, which were on the wrong side of a very
critical path, delivering impossible targets in ridiculous-
ly short timeframes.
Rolls Royce Aerospace was struggling to meet some re-
ally important deadlines on one such project and I met
one of their highly skilled managers, Andy Knox, who
was supporting their suppliers to get back on track. His
inspiration can be found between many of the lines in
this book. Not only did he help us turn that struggling
project around, he also pushed us to go beyond and
make it a truly audacious success, which we were all
incredibly proud to have been part of.
In Andy’s words, »most marriages do well on the hon-
eymoon, but overcoming challenges together is the real
measure of success. We all enjoy the high-fives and cart-
wheels at the end of the project, but it’s the bit before
that makes the difference.« – Following this advice, with
a focus on cultural and organisational change in larger,
established cultures, I was one of the first OKR trainers
in Europe. I have trained and consulted teams in the
most diverse business environments.
I soon realised that just explaining what OKR is to an
established organisation with hundreds or thousands of
employees would not be enough to profit from OKR’s full
potential.
Nigel Sullivan is Chief People Officer at a very big com-
pany and good friend. He’s also the best example of an
inspiring, let it flow, encourage your team to grow lead-
er I have ever met (and believe me, I’ve met a sack full
of inspiring managers along the way). Nigel took time to
listen, guide and encourage me to carry on, even when
I doubted myself. If you ever get the chance to work for
Nigel, thank your lucky stars.

14 | Preface
I was an early adopter of OKR. And an early adopter is
typically prepared to trade-off the benefits of being first
and using cutting-edge approaches with initial quality
issues or functional restrictions of a relatively immature
product. They will be motivated to provide vital initial
feedback to the vendor in order to support their prod-
uct’s further development. (Think about the first person
you knew who bought a hybrid vehicle.)
Nigel suggested I visit one of Decoded’s life-changing
workshops, which take the mystery out of many of life’s
newest challenges, such as big data or cyber security.
Their superior training format opened my eyes and took
us to a new level.
They not only raised my own bar regarding workshop
standards, I also met one of their founders, Kathryn Par-
sons, who is one of those people you instantly want to
work for. She has won more awards than Muhammad Ali
and I would describe her as concentrated future in a
bottle. She also joined Nigel in encouraging me to pro-
fessionalise our approach and her understanding of what
is over the horizon never ceases to amaze me. Thanks for
all the brilliant guidance, Kathryn.
So I developed the WIN WITH OKR programme, which
not only trains people, but also makes the transition to
an OKR mindset swift, effective and enjoyable.
Another friend who has helped along the way is James
Graham. He was Chief Intellectual Property Officer of a
large team of IP experts, meaning he spent most of his
time advising other people what to do with their inven-
tions. Amongst many other things, Jim suggested I read
the »Lean Start-Up« soon after it was first published,
which has become a central part of the WIN WITH meth-
odology.
Getting more specific about OKR, John Doerr, Rick Klau,
Christina Wodtke, Paul Niven and Ben Lamorte are all

Preface | 15
names of people who have been kind enough to share
their OKR best practices, for which I am incredibly grate-
ful.
Talita Ferreira, Peter Lexa, Gregor Röhrig, Matthias Wes-
sel, Rainer Holler, Helge Königs, Simon Oliver Walter,
Matthias Boeing, and Oliver Eckert are all names of cus-
tomers who believed in my approach, invested in our
company and encouraged me to keep developing the
WIN WITH way of doing things.
Based on literally thousands of conversations with OKR
scholars, practitioners, sceptics and other trainers, this
book shares their frustrations and hands-on, practical
advice. WIN WITH OKR is our groundbreaking training
programme for a swift and effective OKR transition.
This book shares everything you need to know to take
the fast-track from Zero to OKR Hero.
Regardless whether you are considering implementing
OKR, struggling to get off the ground, experienced and
looking for more insight, already working with a coach
or just having a go on your own, this book will prepare
you for what to expect, tell you how to jump the hur-
dles, and above all, make your transition journey both
motivating and sustainable.
Enjoy!

18 | What’s the point?
Give strategy back to the people
It’s hard to argue with one of my leadership heroes,
Peter Drucker’s teachings and many cred-
it him as the first to have said the well-
coined phrase »culture eats strategy for
breakfast«. A sentiment I wholeheartedly
support, but then, we wouldn’t want culture
to starve, would we? In this book we will find a
way to establish an organisational culture, which
puts purpose in your daily work, simply by feeding
it the right strategy for breakfast.
By connecting the dots between just setting goals
and actually delivering them, Objectives and
Key Results, aka OKR, take strategy out of the
boardroom and gives it to the people. It puts
strategic, competitive advantage right in the
middle of everybody’s daily agenda.
OKR takes the guesswork out of progress and innova-
tion, helping teams to set way better goals, focus on
those few important things, collaborate effectively, dis-
cover new opportunities and solve age-old problems in
surprisingly simple ways. All this takes place in an out-
come-driven culture, meaning individuals share success-
es readily, dare to dream of more and are never scared
of failing.
It seems most C-Level leaders are still under enormous
pressure to overachieve last year’s record performance
without rethinking their approach. What’s more, regard-
less how many blogs we read and truly amazing TED talks
we watch, those expected to deliver results in our ex-
tra-mile society are feeling the strain.
Luckily, OKR offers a healthy alternative to this short-
term approach to short-term success. It leads us to much
better results than old fashioned overtime, showing the
way to deliver above and beyond everyone’s expecta-
it him as the first to have said the well-
coined phrase »culture eats strategy for
breakfast«. A sentiment I wholeheartedly
support, but then, we wouldn’t want culture
to starve, would we? In this book we will find a
way to establish an organisational culture, which
puts purpose in your daily work, simply by feeding
it the right strategy for breakfast.
By connecting the dots between just setting goals
and actually delivering them, Objectives and
Key Results, aka OKR, take strategy out of the
boardroom and gives it to the people. It puts
strategic, competitive advantage right in the
middle of everybody’s daily agenda.

tions, without sacrificing your team’s wellbeing in the
process.
The strength of the OKR methodology lies in its simplic-
ity. It is both scalable and relevant to most business
environments, because it has but a few simple rules.
This makes understanding and getting started with OKR
instantly accessible.
The benefits of OKR are backed up by case studies at
some of the most legendary success stories ever. So it’s
no wonder there is so much chatter out there from pop-
up specialists, promising amazing results with little or
no effort.
Expensive two-day OKR introduction trainings are avail-
able on every corner, promising all you need to know to
effortlessly follow in Google’s footsteps.
… but who’s practicing what we consultants preach?
Who is writing about the failures and learning from the
great many issues those famous names had to overcome
before they found their OKR sweet spot?
Dig a little deeper into those success stories and you’ll
find that implementing OKR is not all about quick wins
and overnight success.
If you take just one thing away from this book, it is
not OKR’s simple methodology, which drives exponential
change The OKR mindset is the true hero in this tale.
This book is based on thousands of conversations with
OKR scholars, Champions and practitioners, struggling
to get OKR to work for them in their own unique en-
vironment. We’ll share real-life learnings about how to
overcome your initial OKR hurdles and establish a com-
pany in your organisation, which will enable those OKR
successes, but what’s the point of OKR in the first place?

What’s the point? | 21
As a self-titled Progress Coach, I love a good chat, but
I’m really not one for wasting time, so let’s get right
down to business. We have much to discuss.
Definition
A transition journey describes the kind of organisational
change which not only considers the change itself, but
also the mindset of those on that journey of change: It
gives a personality and face to the organisational cul-
ture, which will deliver the desired change in a sustain-
able way.
Let’s get started
So, let’s set sail right away on our transition journey:
Imagine we found ourselves on a sailing boat, no let’s
think big, on a yacht. What must we consider to suc-
ceed? We must set the sails in a way to harness the
wind’s full potential. We must ensure the tiller is also
always set to an optimum angle. How swiftly we can
tack or change – direction could be critical and we may
want to define how much time we spend upwind of the
other boats, so that they slowdown in our wind shadow.
The things we considered above are all examples of Key
Results – enabling factors we could achieve in support
of our ultimate goal.
Achieving these kinds of ambitions may or may not be
crucial to success, yet all these Key Results will remain
worthless, theoretical aspirations if we cannot find a
way to measure how close we are to achieving them and
pitch our performance against the competition.
How quickly we can tack to change direction – well
that should be a simple stopwatch exercise. Something
we can practice and also measure without complicated
equipment or specialist knowledge.
In contrast, how well we have set the sails sounds like it
would be simple to measure, but looking at the shape of

the sails with our naked eye will not deliver robust data
and measuring the speed of the boat will build in too
many variables: There are too many other factors which
influence our velocity.
So, because I am a laser physicist, who started his ca-
reer working on automotive aerodynamics, I will choose
the average pressure on the sail as our measurable in-
dicator and compliment it by measuring whether that
pressure’s centre-point is acting on the right part of the
sail for our chosen maneuver. I may even refer back to
my final year study thesis about ESPI (electronic speckle
pattern interferometry) as a possible measurement tool
in order to use holography and bi-refringent fibre optics
to analyse the shape of the sail in real time, providing
instant results.
If you are considering putting this book down after
reading the last paragraph, I sympathise with your frus-
tration. These are the kinds of senseless, theoretical dis-
cussions heard in organisations all over the world on a
daily basis. If we could only … I believe that … In my
opinion …
If you take the time to look those scientific terms up on
the web, you will find my approach, could indeed revolu-
tionise sailing, but unless you are attempting to win the
America‘s Cup, your budget and manpower restrictions
will probably make my suggested approach unfeasible.
Opinions without data are like hot air without balloons.
In much the same way, Key Results without clearly un-
derstandable, easily measurable targets are the OKR
equivalent.
As I have said many times before, being a physicist
means I can theoretically do anything, but practically
…? Well, that’s a different matter.

So, we must learn to keep things as simple as possible
when attempting to deliver the amazing.
Set the sails
In this book, we will delve much deeper into the art of
setting meaningful and effective targets. We will learn
that no matter how theoretically fantastic our targets
would be in a laboratory, without being able to monitor
them easily whilst navigating through the stormy daily
business waves on the wild seas of our transition jour-
ney, they have no net-impact on our ultimate goal at all.
But wait a minute! What is our ultimate goal? Didn’t
I just invite you onto my boat to accompany me on
a transition journey? A wise woman once said: »Never
board a boat without knowing its destination«.
Are we trying to win a regatta, enjoy learning how to
sail with our graduate friends or taking the grandkids
out for a sail on a sunny afternoon?
Stop for a moment and think about how I drew you into
my Key Result lecture without once agreeing with you
which ultimate goal these results should deliver This is
where the Objective comes into play: a short sentence,
which describes the underlying what for – The reason
why we want to achieve those Key Results.
Even though the internet is bursting with books and
blogs about find your why, most leaders I meet at the
start of an OKR roll-out spend far too little time consid-
ering how their targets will benefit their organisation.
Perhaps because setting targets has become a regular
part of our business life, we deprioritise choosing our
main priorities, if you see what I mean? We reserve little
more time to setting our quarterly, high-level goals than
to regular weekly project targets.
Something pings; we must rush to the next important
whatever; somebody shouts »raise the gangplank and
loosen the lines« and we agree important goals whilst

the question why? gets once again forgotten as we has-
ten to set the sails.
Do we want to do sport with our grad friends to relax
before an exam or is our Objective’s underlying what
for to build a strong team, before we attempt to climb
Everest with those friends?
Choose your course
Having lived on one of Europe’s largest lakes for almost
twenty years, I’m no stranger to sailing, but must admit
that up until now, I have not yet gotten around to get-
ting a sailing licence. A big failure in terms of my ability
to prioritise? Perhaps, perhaps not? It is all a question
of conscious priorities.
Measurable Key Results and being clear on our Objec-
tive’s why are two important steps on our transition
journey, but there are many more ahead. We must learn
how to not only set those great goals, but also make
conscious and often difficult choices in order to filter
the right priorities out of a list of amazing opportuni-
ties.
One of the turning points in my own career was when I
shared my strategic secrets with Kathryn Parsons, asking
her for feedback and she told me »Nick. We have seven
people in our company doing what you do in yours«. Be-
lieve me, I am not showing off how much work one Nick
can achieve. On the contrary, this was most definitely a
moment where I realised where I had been going wrong.
Just as a forester will cut down some trees to favour
others, we must learn to let go and consciously decide
not to support some great initiatives in order to let the
other chances grow into mighty oaks.
The challenge many organisations face today is caused
by the limitless options available to us. We can collect
and analyse data to the tiniest of details, learn from

thousands of blogs for free, cut our own 4K movies and
even record our own soundtrack, publishing our own
podcast interviews to promote the result. All that can
be done without even getting out of bed.
My thirst for knowledge is endless and I feel so lucky
to live in this limitless generation, yet I learnt through
my own mistakes that starting more is the best way to
finish less.
Indeed, success is seldom achieved by doing lots of
things at the same time. It is about filtering out the
noise to find those few essential things, which will bring
us to our desired destination. In fact it is the only way
to avoid sailing around in circles.
As I often tell people in workshops, management is not
about finding the perfect choice, it is about finding the
best compromise.
Were this not true, we would not need managers at all.
If life were full of really fantastic and awfully dismal
options, anyone would be able to make clear decisions
quickly, but it is not. Taking conscious decisions to
choose between two pretty good options is a challenge
and OKR will help us to master it.
We must strive to do work, which really adds value. Just
as every farmer harvests her crop and every penny spent
at work is expected to deliver an ROI (Return on Invest),
we must learn to measure and improve our ROTI (Return
on Time Invested). In other words, we must question
whether our efforts were really worth it. Return on Time
Invested is often used as a simple tool to measure how
effective a meeting has been. For instance by counting
the number of attendee thumbs-up at the end of the
meeting. In this case however, I refer to the more gen-
eral principle of whether the activity you are working on
is truly beneficial to your ultimate goal or not.

OKR ist weit mehr als eine neue, innovative Führungsmethode, die gerade in agilen Unternehmen Anwendung findet. Objectives and
Key Results verbindet die Ziele des Unternehmens mit denen jedes einzelnen Mitarbeiters und setzt einen klaren Fokus für die nächsten
drei Monate. Das schafft Transparenz und Klarheit über den Purpose, weiterhin hilft OKR, strategische Prioritäten abzuwägen und eine
Lernkultur zu etablieren.
Doch wie führt man OKR ein? Und wie wendet man diese Methode erfolgreich an? Wie lässt sich OKR im Unternehmen
weiterentwickeln?
Basierend auf unzähligen OKR-Projekten in den verschiedensten Organisationen liefert Nick Stanforth Antworten in seinem neuen
Buch. Ganz gleich, ob du dabei bist OKR einzuführen, schon mittendrin bist oder sogar als OKR-Professional umfangreiche Erfahrungen
gesammelt hast, begleitet dich dieses Buch auf den Etappen deiner OKR-Reise und zeigt dir, wie du (in Organisationen) den Fokus
auf die wirklich relevanten Ziele setzt und sie erreichst. Dabei beschränkt sich Stanforths Buch nicht auf trockene Theorie und erste
OKR-Versuche. Es geht noch einen Schritt weiter und illustriert mit persönlichen und praktischen Hinweisen, wie OKR erfolgreich
angewendet – gelebt – wird. Anschaulich zeigt es, wie Veränderung sowohl motivierend als auch nachhaltig gelingt.
Mit diesem Handbuch für Anwender, Manager, Product Owner und Trainer bist du auf der Überholspur von Zero zum OKR-Hero.
www.BusinessVillage.de
Nick Stanforth
Win With OKR
Mindset. Methodik. Miteinander.
1. edition 2020
228 Seiten; 24,95 Euro
ISBN 978-3-86980-561-0; Art.-Nr.: 1103
Win With OKR
Also in G
erman

It is an organization`s culture that provides the biggest challenge and at the same time, the biggest lever to form an agile
organization.
So how can we grasp the concept of organizational culture in an actionable way? What is the essence of an agile culture? What are the
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leader. We are organizational culture.
This atlas invites to experiment and create, and shows how organizations can master the agile transformation.
Dr. Stefanie Puckett
The agile culture code
A guide to organizational agility
1. edition 2020
246 pages; 34,95 Euro
ISBN 978-3-86980-525-2; Art.-Nr.: 1098
The agile culture code

Agile leadership is considered the modern miracle cure. Hardly any executive gets past this topic. Yet in many places this topic is
nothing more than a buzzword. Unfortunately – because agile leadership is a valuable tool that can be acquired and applied by every
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What does agile leadership mean in the context of digital transformation? How does it change leadership responsibility and style? How
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Puckett and Neubauer‘s book provides answers to these questions. It looks beneath the surface and shows evidence-based which
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of how agile leadership can be successfully implemented. Agile leadership must be authentic and connect. It all too often fails due to
the existing environment or resistance from others. Pragmatically, the book shows how this resistance can be overcome and how the
transformation of the organization can succeed.
This book is based on decades of work with leaders and organizations, and a scientifically substantiated behavior-oriented competency
model.
Dr. Stefanie Puckett, Dr. Rainer M. Neubauer
Agile Leadership
Leadership Competencies for the Agile Transformation
1. edition 2020
298 pages; 34,95 Euro
ISBN 978-3-86980-554-2; Art.-Nr.: 1113
Agile Leadership

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